Industrial firms are increasingly seeking new means of competitiveness through digital servitization that involves incorporating digital services and platforms. Despite the growing prominence of digital servitization, we have yet to understand how such changes are being framed, reframed, and unfold in industrial firms. To this end, we undertake an in-depth longitudinal exploratory case study of an industrial firm to understand the organizational framing and reframing activities vis-à-vis digital servitization. Our findings identify how motivational, diagnostic, and prognostic framing gradually unfolds over distinct phases. Specifically, our findings reveal the occurrence of frame incongruence among different groups of actors, compelling the firm to engage in strategies and tactics to achieve frame alignment. Notably, we identify that management engages in the alignment processes of frame extension, translation, and clarification, which creates a space of workable certainty. While transient in nature, this state of workable certainty serves as a catalyst in propelling the firm forward in its pursuit of a digital servitization strategy. By shedding light on the process of digital reframing that firms undertake in order to materialize their digital servitization strategy, our study contributes to a deeper understanding of this phenomenon. Moreover, we raise pertinent managerial implications for firms embarking on the path of digital servitization, emphasizing the imperative of continuous attention to the ongoing framing and reframing processes accompanying such change endeavors.

工业企业越来越多地通过数字服务化寻求新的竞争力手段，其中涉及数字服务和平台的整合。尽管数字服务化日益突出，但我们尚未了解工业企业如何构建、重新构建和展开此类变化。为此，我们对一家工业公司进行了深入的纵向探索性案例研究，以了解与数字服务化相关的组织框架和重构活动。我们的研究结果确定了动机、诊断和预后框架如何在不同的阶段逐渐展开。具体来说，我们的研究结果揭示了不同参与者群体之间框架不一致的情况，迫使公司采取战略和策略来实现框架对齐。值得注意的是，我们发现管理层参与了框架扩展、翻译和澄清的协调过程，这创造了一个可行的确定性空间。虽然本质上是短暂的，但这种可行的确定性状态可以作为推动公司向前追求数字服务化战略的催化剂。通过揭示企业为实现数字服务化战略而进行的数字重构过程，我们的研究有助于更深入地理解这一现象。此外，我们对走上数字服务化道路的公司提出了相关的管理建议，强调必须持续关注伴随这种变革努力而进行的持续框架和重构过程。